Abstract
Research on team gender and racial composition with respect to team effectiveness is reviewed. Published literature shows a dearth of studies on this issue in work organizations. The studies published suggest that teams with even slight variability on gender and race will be less positively evaluated. These suggestions are tested in a field setting, using 31 teams in a medium-sized state regulatory agency that were rated by team members and outside raters. Results showed that members of cross-functional project teams that vary with respect to gender or racial composition rate their team as less effective than members of homogeneous (all-male or all-White) teams. Ratings of external evaluators show no differences based on team composition. Antecedents and effects of these evaluations on female and minority team members are discussed.
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